Problem solving requires transparent communication where everyone’s concerns and points of view are freely expressed. It’s been seen one too many times how difficult it is to get to the root of the matter in a timely manner when people do not speak up. 

Yes, communication is a fundamental necessity. That is why when those involved in the problem would rather not express themselves – fearing they may threaten their job and/or expose their own or someone else’s wrong-doing – the problem-solving process becomes a treasure hunt. Effective communication towards problem solving happens because of a leader’s ability to facilitate an open dialogue between people who trust their intentions and feel that they are in a safe environment to share why they believe the problem happened as well as specific solutions. 

Once all voices have been heard and all points of view accounted for, the leader, along with their team can collectively map out a path toward a viable and sustainable solution.  As fundamental as communication may sound, don’t ever assume that people are comfortable sharing what they really think. This is where a leader must trust herself and her intuition enough to challenge the team until accountability can be fairly enforced and a solution can been reached. 

Transparent communication requires you to break down silos and enable a boundary-less organization whose culture is focused on the betterment of a healthier whole.   Unnecessary silos invite hidden agendas  rather than welcome efficient cross-functional collaboration and problem solving. 

Organizational silos are the root cause of most workplace problems and are why many of them never get resolved. This is one of the primary reasons why today’s new workplace must embrace an entrepreneurial spirit where employees can freely navigate and cross-collaborate to connect the problem-solving dots; where everyone can be a passionate explorer who knows their own workplace dot and its intersections.  When you know your workplace dot, you have a much greater sense of your sphere of influence. This is almost impossible to gauge when you operate in silos that potentially keep you from having any influence at all. 

In a workplace where silos exist, problem solving is more difficult because you are more likely to deal with self-promoters – rather than team players fostered by a cross functional environment. When you operate in a siloed environment where everyone wants to be a star, it becomes increasingly difficult to help make anything or anyone better. This is when problem solving becomes a discouraging task. 

Breaking down silos allows a leader to more easily engage their employees to get their hands dirty and solve problems together. It becomes less about corporate politicking and more about finding resolutions and making the organization stronger. 

Breaking down silos and communication barriers requires people to be open-minded.  In the end, problem solving is about people working together to make the organization and the people it serves better. Therefore, if you are stuck working with people that are closed-minded, effective problem solving becomes a long and winding road of misery. 

There are many people in the workplace that enjoy creating unnecessary chaos so that their inefficiencies are never exposed. These are the types of people who make it difficult for problems to get solved because they slow the process down while trying to make themselves look more important. Discover the lifters and high-potential leaders within the organization and you will see examples of the benefits of being open-minded and how this eventually leads to more innovation and initiative. 

Open-minded people see beyond the obvious details before them and view risk as their best friend. They tackle problems head-on and get on with the business of driving growth and innovation.  Close-minded employees turn things around to make it more about themselves and less about what is required to convert a problem into a new opportunity. With this explanation in mind, carefully observe the actions of others the next time you are dealt a real problem. 

Without strategy, change is merely substitution, not evolution.  A solid strategy must be implemented in order to solve any problem.  Many leaders attempt to dissect a problem rather than identify the strategy for change that lies within the problem itself. 

Effective leaders that are comfortable with problem solving always know how to gather the right people, resources, budget, and knowledge from past experiences. They inspire people to lift their game by making the problem-solving process highly collaborative; for them, it’s an opportunity to bring people closer together. I’ve always believed that you don’t know the true potential and character of a person until you see the way they solve problems. 

Effective leaders connect the dots and map out a realistic plan of action in advance. They have a strategy that serves as the foundation for how the problem will be approached and managed. They anticipate the unexpected and utilize the strengths of their people to assure the strategy leads to a sustainable solution. 

Never shoot from the hip when solving problems. Avoid guessing. Take enough time to step back and assess the situation and the opportunities that each problem represents. Make the problem-solving process more efficient by recognizing that each problem has its own nuances that may require a distinct strategy towards a viable resolution.